MARICOPA COUNTY COMMUNITY COLLEGE DISTRICT
JUNE 4, 2007
A retreat was scheduled to be held at 8:00 a.m. in the Rio Conference Center at Rio Salado College in Tempe, Arizona, pursuant to A.R.S. §38-431.02, notice having been duly given.
Linda Rosenthal, President
Don Campbell, Secretary
Colleen Clark, Member (part of day)
Scott Crowley, Member
Jerry Walker, Member (late)
Mary Kay Kickels
Attendance: 25 people
RETREAT (8:05 a.m. through 4:55 p.m.)
Governing Board President Linda Rosenthal welcomed those in attendance to this Governing Board/CEC Retreat on Public Stewardship and Institutional Ethics.
Chancellor Rufus Glasper approached the podium next with a warm welcome to this first ethics session. He commented that it had indeed been a challenging year where a number of items came to pass, earmarking this as a transition year for the Maricopa Community College District. It has become apparent that the district as a whole needs to become more comprehensive and as we go through this journey, the topic of ethics arises and there is a need to demonstrate to the public our attention to good stewardship. He reminded everyone that the ethics journey was first addressed back in 1999. Although we are not unlike any other system, we are in state of transition. In 1999 we had 125,000 students and now we have more than 250,000 students enrolled and an employee count of over 11,000 people. There was a time when we knew everyone’s names but that is no longer the case as we continue to grow. We need to demonstrate to others that we walk the talk. Our system is in very good shape. We have moved forth in many different ways. There is a pressure to monitor numbers and as we look at results, we question if looking at numbers has been a negative thing. As we look at our charges, we see that we need to align policies with practices. Stewardship has to be something done by everyone. How do we present ourselves in the community? We need to rebuild the trust and synergy. Now that we are at a point where we need to rebuild, we need to look at being a model for others, being honest, forthright, engaged, consistent and reliable.
Dr. Glasper proceeded to introduce Tim DeLaney, Esq., President of the Center for Leadership, Ethics & Public Service, an independent nonprofit. Before founding this Center, Mr. DeLaney served as a partner in a multi-state law firm, Solicitor General of Arizona and Chief Deputy Attorney General. He is a graduate of Yale, the LBJ School of Public Affairs, and the University of Texas Law School and also serves as an adjunct professor at ASU’s School of Public Affairs.
Mr. DeLaney came forward and explained that the day’s training would rigorous. He asked that participants identify which group (5) they represented and gather in the various corners. There were five Board Members, nine College Presidents, three staff members, five Vice Chancellors, and one Chancellor. After this was in place he requested that everyone comment on why these areas were important to the operations of the district. Comments ranged as follows:
- Legal authority
- Represent voters of the district
- Representative of voters/constituents
- Support the Chancellor’s initiatives
- Provide leadership over the areas represented
- Support colleges
- Leadership and service
- Leadership for initiatives
- Guidance and oversight
- Work with the community
- Help take message from the top to employees
- Executive policies from Board
- Implementation of directives from leadership
- Take actions to employees to meet student needs
- Provide leadership at college level
- Work with campus to establish college vision and work with students
- Help students, teachers, and staff
- Regional representatives of district and working with communities
- Representatives of MCCCD, serve Board and Chancellor.
- Translate needs of community by implementing programs.
- Develop vision at local level.
- Provide foundation and place where students learn.
- Develop the means for Board’s policies.
- Develop policies consistent with public’s needs.
Mr. Delaney then posed the question as to whether one group alone could run the district since all parts are needed. In that case, he asked that participants remove their nametags and location designations. There would be no titles during the day as everyone would be working collectively and all would be equal.
The next activity included having those that headed up something go to the front of the room. The rest would go to the back. Next, Mr. DeLaney requested that people align themselves according to longevity with the Maricopa Community College District. The following represents how people lined up:
1. Anna Solley 1976
2. Art DeCabooter 1976
3. Linda Rosenthal 1980
4. Ernie Lara Employed 1981 Student at GCC in 1966
5. Don Campbell 1982
6. Pat Honzay 1985
7. Maria Hesse 1984
8. Rufus Glasper 1986
9. Maria Harper-Marinick 1991
10. Debbie Thompson 1994
11. Pete Kushibab 1995 Student 1974
12. Sherrie Faulkner 1998
13. Ken Atwater 2002
14. Gene Giovannini 2002
15. Steve Helfgot 2002
16. Mary Kay Kickels 2004
17. Scott Crowley 2004
18. Darrel Huish 2004
19. Al Crusoe 2005
20. Velvie Green 2006
21. Augie Gallego 2007
Mr. DeLaney commented that prior to this retreat he had spoken to a friend about Elisabeth Kubler-Ross, renowned author of the book “On Death and Dying” and had mentioned he would be conducting this training. The person immediately spoke up and mentioned that Kubler-Ross had gotten her start at Phoenix College, where she also taught. It is important that if people are proud of the District, they need to channel this pride to the public.
It is important to begin with the end in mind. The agenda for the day would consist of discussing the following elements as they pertained to public stewardship and institutional ethics:
- The Context
o Headlines Of The New Millennium
o Pattern Recognition
o The Role Of Leaders
- The Objective – Compliance and Culture
- The Pyramid of Ethical Standards
- The Levels of Ethical Standards which include:
o Building on Firm Grounding
o Societal Standards
o Organizational Standards
o Professional Standards
o Personal Integrity Standards
- Practical Tools for Ethical Decision-making
- Public Stewardship and Community Trusteeship.
Because we don’t learn all the ethics we need from our mothers or the church, it is important to engage in the study of ethics. The only rules that would apply for this day of learning would be
To respect each other
The Context – Headlines of the Millennium
Participants were asked to move their chairs in such a way that they could view the timeline posted on the wall. This timeline dated back to the days of when the Hohokam Indian Tribe built channels for the life-sustaining water that is brought into the Arizona district. Included in the timeline were important dates pertaining to the formation and growth of the Maricopa Community Colleges. These included:
1912 – State of Arizona established
1920 – Phoenix College established as part of Phoenix Union High School District
1962 – Maricopa Community College District approved by Legislatureo Mesa Community College and Glendale Community College established
o Maricopa Tech came into being in downtown Phoenix and later on became GateWay Community College
- 1970 – Scottsdale Community College came into being
1979 – Black Clouds came over district consisting of the conviction of Board member Roger Brooks for embezzlement and falsification of reimbursement claims
1987 – Paradise Valley Community College & Chandler-Gilbert Community College established
1990 – Estrella Mountain Community College formed
1992 – Bond defeated
1999 – Ethics Initiative implemented
1998 & 2000 – Michael Josephson conducted an ethics retreat with Maricopa Leadership
2000 – Chancellor Paul Elsner retired
2000 – Voters approved Prop 301 showing they believe in education. Two out of three agencies give AAA ratings to Maricopa.
2003 – Legislature downsizes governing elements and eliminates State board
2003 – Chancellor Gaskin fired
2004 – Four different chancellors in four years for employees and the organization (Elsner, Cardenas, Gaskin, Glasper)
2004 – Voters overwhelmingly approved bond initiative.
2005 – Enrollment dropped
2006 – Negative Press – Blue Ribbon Panel appointed to look into procedures.
2007 – Sheriff’s Office raided four colleges. Two senior district president asked to retire
2007 – All three major credit agencies give AAA rating
2007 – Governing board received Blue Ribbon Panel Report and took action; proactive steps taken. Not complete yet.
Mr. DeLaney commented that he saw a lot of optimism for the district. Lots of people from the outside are bring in new ideas and new perspectives. There are 12,000 employees serving students. The storm clouds can wash away negative things. 76% of voters believe in MCCCD. This group gets to decide what to do with wide open space before us. He spoke about the “Janus affect”, the mythological god with two faces looking in opposite directions – one looking forward and one looking backward. In similar fashion, Maricopa needs to look at the past to get to the future. Need to keep perspective on employees, students and the public. There is also a need to maintain a relationship with the media. We need to articulate positive side of what we do.
The Broad Context in Which We Operate A- Z:
B: Baptist Foundation; Boeing
C: Cabot Charitable Trust; Catholic Church; Ex-Congressman Cunningham
D: Tom DeLay; Defense Contracts
F: Ex-Congressman Foley
G: Ex - Governors
H: Reverend Ted Haggard
I: Jim Irvin; Im/clone
J: Ex Congressman Jefferson: Department of Justice
K: K-Mart; KPMG
L: Ken Lay; Scooter Libby; Rush Limbaugh
M: Museum of Northern Arizona
N: New York Times; Ex Congressman Ney
P: Pentagon & Prisons, Presidents; Woodrow Wilson School; Princeton University – Yale Admissions
Q: Quincy College
R: Riggs Bank; RiteAid
S: Martha Stewart; Sammy Sosa
U: United Nations, United Way
V: Veritas CEO
W: Wolfowitz of the World Bank; Worldcom
Y: Yawkey Foundation
Z: Ron Zarella of Bausch & Lomb
Constant barrage of stories. All scandals. What’s it doing to us? How can we protect ourselves? What are the common themes? Greed. Every great country has fallen. Are we entering the last stage? Lack of oversight and judgment. Patterns of behavior. Individuals are doing this and there is no oversight. Rules don’t apply to them. People put themselves above the law. Entitlement is the attitude. Common patterns include:
1. Major institutions such as the Catholic Church and Arthur Anderson
2. Loyalty to team/client/self prevailed over truth. Need to recalibrate and let truth prevail.
3. Promotion of individual over community
4. Seeking short term gain over long term investment
5. Inconsistent/inoperable oversight systems.
We have to recognize inconsistent application of rules. Need to make sure we are enforcing rules. Need to make sure we are enforcing rules and not burying our heads in the sand. People at the top have had their head buried in the sand.
MCCD is a major entity where there is loyalty to the team and individual desires. There is loyalty to the community, a team and individual desires. Commnity desires must come first..
There are external cycles of a scandal; patterns and cycles. The Blue Ribbon Panel provided recommendation and recommendations. What does is look like from the inside? Can we take Kubler-Ross’s principles on death and dying and apply them to MCCCD?
Mr. Delaney had participants break up into groups to discuss these principles. Follow up comments included:
People are concerned about the health of the organization.
As leaders, there is a need to lead people out
In the election of 2004, who was the winner? Which issues were extremely important?
o Iraq 35%
o Illegal Immigration 30%
o Values 36%
o Terrorism 39%
o Economy 39%
o Corruption & Ethics 41%
Arizona’s new Governor on January 1, 2007 declared that her first acts would be ethics standards.
Americans have little confidence in leaders. Seven out of ten agree there is a leadership problem. There is even less confidence in education and local public leaders. Context: Americans feel that if you want ethics from them you must first model it. 77% of people cite this. You must be consistent. You must walk the talk. At the University of Texas every undergraduate must take a course in ethics. In May 2007, Harvard instituted a course in ethical reasoning. How many courses does MCCCD have on their campuses on ethics. What are Americans looking for? Participants were asked to complete their views on the goldenrod sheet listing values important to them in order of importance. Upon completion, they were asked to list their top seven and then top form which were to be posted on the wall signs. This group’s top four were:
1. Honesty/Integrity: 18
2. Competence: 13
3. Inspiring: 9
4. Courageous: 8
People look to leaders to model the way (father orientation). Those that are highly educated rank competence high. The number #1 job of a leader is to be trustworthy. There are split views about how people are viewed: Values-based (people are good) – internal controls and rules-based (people get tempted) – external controls. Need to blend views and have it have integrity approach/compliance approach. People want honesty from their leadership.
According to the pyramid of ethical standards, there are four sets of ethics that exist.
1. Societal (laws, constitution)
2. Organizational ( district-wide decisions/college level)
The core values that MCCCD endorses must be based on solid grounding. Members of an organization need to know what is regarded as acceptable and what is not. Can the organization afford to have its members guess what its standards are? Need to follow the Goldilocks’ approach – not too much, not too little, but just right.
What is public stewardship? What is institutional ethics? Do employees know what these terms mean? Is the organization so big that it is too hard to navigate. Need to simplify public service laws. Page 16-17 speak about public service ethics laws. These can be divided up into three different categories: public rights; public resources; public information. Do employees understand they are public employees with accountability to the public? Public rights include having employees know that they are there to serve the public and that there will be no self-dealing or conflicts of interest or gifts. Public Resources include the monies and personal property. Public Information includes the open meeting law, public records law, and confidential laws pertaining to student information and health information. How serious a problem is political corruption? 88% of the public think that political corruption is very serious. If one person does something wrong, it affects everyone. There must be no self-dealing or conflict of interest. You cannot wear two hats at the same time. If there is any doubt, need to disclose that there is a conflict. A person must disqualify themselves if they cannot pass the headline test or statutory test. There is debate over degree of infraction and inconsistency with punishment over policy violations. Whistleblower laws protest the people. Can be called attention without retaliation. It is illegal to take actions of reprisals against employees that speak out.
Mr. DeLaney explained that people should always let their conscious be their guide. They should not think that ethics is achieved by magic because this creates havoc. Discussion on this topic included having participants provide an example of something symbolic of an ethical principle. These included:
o Linda Rosenthal: An advertisement that talks about trees in Chicago – symbolic of leadership in the environment.
o Maria Harper-Marinick: A dictionary – symbolic of the need to need to develop a common language pertaining to ethics since it is black and white, not grey.
o Augie Gallego: The Blue Book. Should be title “The” Guide for MCCCD, not “A” Guide for MCCCD. Also, it is missing the Code of Ethics or else it is too hidden.
o Art DeCabooter: Copy of a check for $40 which he issues every month for use of his computer.
o Maria Hesse: Book on Lincoln by Doris Kerns Goodwin because it articulates what he felt should be done under difficult times.
o Darrel Huish: A mirror because ethics is not black and white. With a mirror you can see things from different angles.
o Al Crusoe: A looking glass to remind you that people are watching us very closely.
o Ken Atwater: Golf Ball because golf is the only game where ethics prevails.
o Gene Giovannini: A Starbucks cup to remind him that “the enlightened capitalist: committed to protecting the environment.” Employees are partners according to their code of ethics.
o Steve Helfgot: ADL Mission – Clarity, singleness, and unwavering
o Anna Solley: Sticky notes representative of 3M as a company and quality products.
o Jerry Walker: Syllabus – “Why Ethics Matters and What To Do About it?” We need to do more. Also, the sword prop with the Star of David that reminds us we are a Judeo-Christian society not a multicultural society. We need to keep our eyes on this.
o Pete Kushibab: Photo of Brooks Robinson, his baseball hero who led by example.
o Rufus Glasper: Card by Maya Angelou that he carries in his wallet and was given to him by his daughter who thanked him for teaching her to thrive and modeling the way. . The card states that “thriving is excellent and surviving is important.”
o Scott Crowley: His prop was him. At his first board retreat which was to and for employees and how different the conversation is today versus four years ago.
o Mary Kay Kickels: A paperweight heart because it reminds her that at the core of our being is this reminder that you have to care about the innate goodness of people. You place hope in them, hopefully it will come back to you.
o Velvie Green: Brought in a luminary for lighting people’s way in helping them see. She also brought two plastic bags – one with mold and other with none; the mold depicted how sometimes things cloud up the picture..
o Ernie Lara: Water Bottle – need to watch how we monitor and preserve.
o Don Campbell: Used the analogy of how the oak tree provides strength and stability. MCCD needs to be like the oak tree for our communities.
o Debbie Thompson: A scale for equality, justice and due process.
o Pat Honzay: A nail file for refining the process of smoothing off the rough edges.
Levels of Ethical Standards – Public’s Resources
Mr. DeLaney reminded everyone that public’s monies are only for public purposes and may not be given away. Always ask if it is being done the right way. Public’s personnel do things for the public, not other employees. With public procurement, don’t do anything illegally. Any gathering of the public body is subject to posting under public’s information rights. Open records laws fall under pubic records. All records are open unless they invade someone’s privacy, are in the best interest of the state, or fall under statutory provisions.
No pornography may be obtained using the public’s resources. There must be consistent oversight. Faculty especially concerned about being accountable. There is concern abut how to work with fear about violations. What is the difference between willful versus ignorant?. People don’t like change. The process by which the bar was raised is being questioned. MCCCD has never been dictated to. Some employees make it their job to create confusion. These people are not being evil. They are people who like to test where the line is and how flexible it is. Dr. Elsner’s legacy was the ten individual colleges doing their own thing. No mandates before but this is an opportunity to put forth a mandate. There must be approval of a President by the Chancellor and Board. What is the mission? What’s best for the community? Do what is appropriate. Enrollment irregularities should be looked at. Do not cook the books to make the numbers look good. Need to look at system processes in place. Internal controls keep people honest.
Professional Ethics Standards
We’ve got to own our inner core by slowing down. Reconnect with who you are. Draft your own code of ethics. You cannot lead others until you know yourself.
• Recruitment: micro/macro
o Seek out people who have the standards and would be a good fit.
o Profile organization
o Qualified candidates should have characteristics that we desire
o Ads should speak about us
o Clarification for new employees and employees who have been around.
o Mandatory training
o On-line training
o Provide orientation before
• Meaningful on-going training
o Take multi-faceted approach – on-line/on-going
o Sessions to think and talk
o Begging of the year messages
o A new day
o Chancellor video
o Explain what ethics is
o Create a frequently asked questions
o At next board meeting have a board chair report about this meeting
o Knowledge you provide will protect them
o Your demeanor will create the response
o Focused decision making question template
o Electronic newsletters
o Hybrid approach
o Recognize employees
o As a district employees still feel undervalued
o Make sure leadership is present
o We don’t separate underperformance from over performance
o More cross-district recognition events
o Financial incentives
Three practical tools for ethical decision making. Walk the talk. It starts with you. Most effective ethical tool is an empty chair. Fill it with someone different and run your decision by the person who would sit in that empty chair. Language matters. Ethics is boring and threatening. Ethics is unnecessary. Call it “Public Stewardship” Orientation or Leadership Training. Components to a responsible ethics program: clear standards; meaningful integration; provide assistance in ethics audits; goal is not just compliance but also culture; visible; fair, enforcement; pretty words are not enough. Ethics has to be 24/7. You cannot become complacent. Core training targets executives who think they are above it all. Don’t ignore entry level or more experienced. Everybody matters. For training replace traditional with relevant. Timing is everything. Implement before crisis hits.77% of people say they are looking to you to model the way.
Message needs to be consistent throughout district.
Closing Comments: How to best roll this out: Board has set expectations that assume everyone will take this stewardship training. How should it be rolled out?
1. Leadership needs to come first.
2. Streaming clear message
3. Some change in culture
4. Positive change and explain what changes are.
5. Get feedback from key stakeholders about what they would like to see at MCCCD that would make the organization better and improve image. Make sure it is not top down message. Must be a meaningful new initiative.
6. Most important skill leader has is listening. Listen to constituents and what do they need to make sure they receive it well.
7. Important to listen but more important to be decisive. This can’t be consensus but what is best for the public. Come up with true test that can be uniformly applied. New initiative should draw reference to what is working and then broaden it.
8. Have CEC spend time developing common language.
9. Be purposeful in recruitment. Use tangible statement rather than ethics.
10. Talk about ethics without talking abut ethics. Don’t call it an initiative. Need to align number of initiatives on ethics. Change in culture
11. Context happens in community
12. Dark clouds will lift. Important to not forget all the good things we stand for. Each person is viewed as a leader. Leadership carries responsibility with it.
The meeting adjourned at 4:55 p.m.
Dr. Donald R. Campbell
Governing Board Secretary